Employees identified three reasons for not participating in the program at Marshalls. How would you deal with each of these problems? Is it possible (or desirable) to satisfy all groups of employees and achieve full participation? Would human relations and human resources theorists have different ideas about the importance of these various reasons for not participating in the team management system?

MINI CASE

Marshalls is a large plant in the midwestern United States that processes corn into the fructose syrup used in many soft drinks. Marshalls is a continuous processing plant, running 24 hours a day, 365 days a year. There are two major components of the plant. In the wet mill, where 75 employees work, the corn is soaked. Then the soaked corn moves on to the refinery (employing 80 employees), where the soggy corn is processed into fructose syrup. Marshalls is a computerized state-of-the-art plant, and much of the work in the wet mill and refinery consists of monitoring, maintenance, cleanup, and troubleshooting. There are also 30 staff members who work in the office and in various other support positions. All the employees except the support staff work 12-hour shifts.